The research is a design and implementation of a Command Board procedure for the Control of the Management of the Science and Technique process of the Sancti Spíritus Faculty of Physical Culture. The objective is to design and implement a Command Board procedure for the the Management of the Science and Technology process, methods and techniques of analysis and synthesis, group dynamics, mathematical tools, interviews and surveys were used, as well as the computational procedure of the results without excluding logical analysis, reflection and other mental processes that are also inherent to all scientific research activity. A theoretical analysis is carried out on the evolution of management control methods,A diagnosis is made to assess the situation of science and technology in the faculty and a procedure is proposed to carry out management control, evaluating the indicators based on theStrategic objectives, after developing the different steps of said procedure, allowed to identify through the Dashboard those indicators that have problems, on which an action plan was made to improve their situation, important conclusions and recommendations were reached that will allow giving monitoring the proposed procedure, as well as applying it in different activities.
Introduction
The BALANCED SCORECARD (Strategic Dashboard or Dashboards) is a useful tool at all business stages, since it is a measurement system that helps organizations better manage the creation of value in the long term. It seeks to enhance the non-financial drivers of value creation such as: strategic relationships with suppliers, critical internal processes, human resources and information systems, among others.
Its implementation brings with it some benefits such as: It allows to be clear about the values, mission and vision of the organization, to have a strategic Plan that sets the direction of the direction, guides the efforts of the organization in the same direction as well as allows control the management of different processes.
Taking into account that Management Control is a process that serves to guide management towards the objectives of the organization and an instrument to evaluate it, it also allows evaluating the performance of the organization, understood as the measurement and analysis of results, from multiple angles or criteria, to decide what action to take from the available resources, with an orientation towards its permanent improvement at all levels of the organization.
The instrumentation of the Dashboard has a remarkable strategic, political and methodological importance, since it would allow to substantially improve the diagnoses on what is the current situation of these organizations and help to establish which will be the main lines of action -which will be immediately and in the future. - They will be able to put on the path of advancing to higher stages in the execution of their missions in society, and to do so with higher levels of efficiency and effectiveness in their various processes such as Science and Technology.
Science and technology needs in our country are no longer satisfied with the teaching of how to verify a scientific law or how to use certain equipment and machinery that will become obsolete in the near future; In our times, preparing people capable of thinking and understanding the basic principles of science and technology is essential so that they are not stopped by the difficulties they present and, even, that they can develop new procedures, in whatever their field of work.
Research Problem
How to improve the Management Control of the Science and Technology process with the design and implementation of a command board procedure?
Overall objective
Design and implement a Command Board procedure for the Management Control of the Science and Technology process.
Specific objectives
1- Review and analyze the bibliography related to the Dashboard, control of the management of Science and Technology processes that will allow us to build the theoretical framework.
2- Define and substantiate the procedure to follow to design the Dashboard.
3- Design the procedure of the Dashboard for the control of the management of the Science and Technology process.
4- Implement the procedure of the Dashboard for the control of the management of the Science and Technology process.
Hypothesis
If a Dashboard procedure is designed and implemented then it improves the management control of the Science and Technology process.
Independent Variable: Dashboard Procedure
Indicators:
Strategic Plan Strategic
Objectives
Key Success Factors and Outlook
Identification of Indicators
Action Plan
Dashboard
Launch
Dependent Variable: Control of the Management of the Science and Technology Process
Desired
Performance Actual Performance
Comparison of Actual Performance with Standards.
Identification of Deviations
Analysis of the Causes of Deviations.
Corrective Action Program Correction
Application
Methods and techniques of investigation
For the development of the research, analysis and synthesis methods and techniques, group dynamics, mathematical tools, interviews and surveys were used, as well as the computational procedure of the results without excluding logical analysis, reflection and other mental processes that also they are inherent to all scientific research activity.
Shows:
We worked with 63% of the professors of the Faculty of Physical Culture, 37.4% of the students and the directive cadres.
Dashboard Procedure
The Dashboard can be adapted to meet the growing need of the Science and Technology process to align its activity to strategy, as a key element in achieving its objectives. Its creators, Kaplan and Norton, base the development of the CMI on five principles:
1. Translate the strategy into operational terms. It consists of taking the strategic objectives as a starting point and guide to define how we should carry out the activity. For this, the model presents a tool, the " Strategic Map ", in which the activity objectives are hierarchized, grouped and interrelated to ensure their coherence with the strategic objectives and / or the management plan.
2. Align the daily activity of the trade to the strategy, which implies organizing the means and the guidelines to follow to achieve the objectives. In other words, translating long-term objectives into short and very short-term objectives, in order to position the results of daily activity with respect to short and long-term objectives.
3. Making all members of the organization participate in the strategy involves communicating and reporting regularly on the progress that is being achieved member of the organization performs.
4. Make strategy a continuous process. This is achieved by deploying the long-term objectives into short-term and very short-term operational objectives, and linking the indicators to all the implementation of improvement actions incorporates the long-term objectives.
5. Promote change through leadership. The implementation of the BSC as a management tool implies a process of change. Due to its depth, it is necessary to have solid and effective leadership, capable of uniting an organization immersed in a process of continuous review, in an uncertain and changing environment.
There are no recipes that provide the appropriate procedure for each organization, in each different period of its life. Numerous, and of a different nature, are the factors that influence the selection of a methodology for the development of the scorecard or balanced scorecard.
Therefore, due to the fact that our entity belongs to the educational sector and that the fundamental weight of our research falls on the science and technique process, we are involved in the work of proposing the procedure for the Command Board for the Science and technique process of the Faculty of Physical Culture of the Province of Sancti Spíritus which has the following steps: Strategic Factors, Strategic Objectives, Key Success Factors, Identification of the indicators, the Command Board, action plan and the Launch that are finally theoretically based.
The architecture of the BSC is based on the methodological approach shown in figure 2.1
Figure No. 2.1 Steps of the Control Panel procedure (Own elaboration)
When addressing the problem of control in any organization, it is possible and even frequent that only the idea of control is associated with this concept, there is, however, another approach to the control function where it is necessary to ensure that the plans are fulfilled and correct, if necessary, the causes of the deviations.
The management control process in its beginnings centered its essence on the accounting activity, but today modern management control also incorporates non-financial activities such as customer service, human resources, quality of service, etc. In an organization, along with the economic and financial objectives coexist other no less important and that respond directly to its reason for being: the teaching, research and extension objectives that are those that should determine the criteria that articulate the budget and from them are derived Ultimately, the value criteria to determine the priorities for action, the programs that are convenient for the University and the indicators of its success.
Graph 2.2 Management Control Process.
(Own elaboration)
Real performance: It is made up of the actions carried out in real time.
Comparison of the actual performance with the desired one: It is about comparing the measured results with the previously determined goals and objectives. If the performance corresponds to the established standards, everything is under control.
Corrective action program: This step is necessary if performance does not comply with what is established and therefore intervention is required.
Corrective action may require a change in the organization's operations activities or a change in the original established standards.
Application of corrections: It means by in practice the defined corrective measures.
3.2 Implementation of the Management Control Procedure:
The Science and technology process must assume the generation and accumulation of knowledge, always with increased demand for its sustainability, based on research based on technological development, the application of science in all its services, technological demands developed on solid bases. of Knowledge management, the use of modern techniques in the provision of Scientific-Technical Services, each time along scientific paths and accompanied by the execution of environmental actions and methods of organization and control of the services they provide in the field of society in that their contribution is present in their final goal: raising the quality of life of our population.
Table No. 1 Assessment of the Indicators from the Dashboard
From the perspective of impact, four indicators were analyzed, the first one referring to the Presence of Projects in the SNCT, Results that deserve financing, Applied Results of projects and Training in scientific degree.
From the customer's perspective, the Results indicator is analyzed with scientific endorsement and linked to social needs, customer satisfaction is of vital importance for every organization. The indicator of visibility and availability of results in computer networks and prestigious databases is another element to take into account.
From the perspective of Internal Processes, four indicators were analyzed, the first corresponds to the application of state-of-the-art technologies in research methods and techniques that leads to a correct computing culture and the imperative need to apply state-of-the-art technologies to methods and research techniques.
Another aspect to take into account are the Research Groups, the alliances, the Scientific Sessions, the Accountability and the Event Systems available to the organization.
The implementation of the dashboard procedure for the control of the management of the science and technique process brings with it the following benefits:
- It allows access to standardized and systematized information, in a timely manner and with the appropriate periodicity so that the information reaches management when it occurs and allows immediate action in the event of a certain deviation.
- Develops a culture of measurement and control of indicators.
- On the basis of the indicators, the behavior of the process components can be measured quantitatively and qualitatively, and the performance evaluation, both of the process as a whole, and of the people that comprise it.
- Brings harmonious and efficient interaction between objectives, strategies and process indicators.
- This process has directly involved all the staff of the faculty.
- It facilitates the control of the management of the science and technique process as it reveals all the actions of teachers, students and managers in a given period of time.
Conclusions:
1- The study and the theoretical analysis carried out, allowed us to get into the interiors of the Command Board, the control systems and the science and technique process.
2- The procedure to follow to design the Dashboard was defined and founded.
3- A Command Board procedure was designed to control the management of the Science and Technique process made up of Strategic Factors, Strategic Objectives, Key Success Factors, Identification of the indicators, the Dashboard, Action Plan and the Launching.
4- The implementation of the Dashboard procedure allowed the development of a culture of measurement and control by indicators, as well as quantitatively and qualitatively measuring the behavior of the process components, and the performance evaluation of both the process as a whole, as well as the people who make it up.
5- The implementation of the Dashboard improved the control of the management of the Science and Technology process as it allowed to organize the analytical work of the process and establish what will be the main actions that will be immediately taken to put the organization in real possibilities of advancing to higher stages.
Recommendations:
1. Propose the implementation of the Command Board for the control of the Management of the Science and Technology process in other organizations.
2. Propose the implementation of the Dashboard to the other organizational processes.
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